Joining me on the panel were two friends from the Sales Effectiveness Industry – Brad Childress and Deborah Gallagher. Our topic was “Coaching and Sales Effectiveness Strategies for Greater Revenue Growth.”
We ended up with about 25 attendees who were incredibly participative. Here are some of the questions that were discussed in the round:
- Who should be on your coaching team?
- Why aren’t your first line managers great coaches – and what can you do about it?
- How do you create a plan for effective sales coaching?
- What are some of the best and worst practices for sales coaching?
- What advice would you give to new sales managers around coaching?
- How do you find time to coach – what do you stop doing?
- What’s the priority of coaching against other sales management tasks?
Each of us brought our own take on coaching but many of our answers came down to four key areas of a great coaching system. I like to call it the Big M.A.C. Coaching System:
Model: When coaching behaviors consider the matrix of whether they are capable of doing it, and do they want to. Sometimes called Commitment & Competence, or often Skill & Will.
Approach: Screaming at the scoreboard doesn’t yield great results. Instead you should to tell people how to do things, show it to them, observe them trying to do it, and then give them feedback.
Cadence: With so many tasks to focus on, the best coaches have a regular rhythm around what and when they will be coaching (and doing the rest of their management duties).